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Year- 2012-13

Service Delivery

Intent

• NXHR – Line of business• Assignments under the scope of NHR• Service value proposition• Competitive landscape• Where we stand• What we do differently• Scalability opportunity• Strategy for mining the opportunity• Lessons from 2010-13 & way ahead• Focus for 2012-13

2

NXHR- Line of Business

3

Recruitment Process Management

XiTE Services

Human Resources Outsourcing

Projects

Contingency Hiring

Advisory Services

End to end recruitment process managed, with complete accountability

of meeting target numbers in the agreed timeframeEmployee Engagement and

management of HR processes for the organization

Managing contingent requirements where complete client management is

required

Services managed through the suite of tools available on XHR HRMS

Consulting assignments based on the clients requirement

Projects that are based on recruitment management or employee management

for a stipulated period of time

Assignments under the scope of NXHR Services

4

Human Resources Management

5

Services Distinction

Employee Management

Employee Engagement

Payroll Management

Compliance Management

Temping

RPO

Consulting

Xecute HR

Factors - Success

Factors - Failure

HRO 1

a a a a X a a Sayaji Hotels

- Lack of ownership- Cost vs Revenue- Scoping not done properly

HRO 2

a a X X X X X Alcatel Lucent

- Client Management

HRO 3

a a a a a a a Sweet Water Hospitality

- Interdepend ability

-Costing- Model

HRO 4

X X a a a X X Victorinox

Xecute HR may choose to do offer any of the services stated above and classify the project under the HRO definition.Key factors kept in mind • Expansion of Services• Scale of Services

Way Forward- NXHR to take calculated risks on the projects- Build/Hire capability under NXHR- Define accountability in interdependent projects- Scoping to be inflated by 20% for costing and deployment purpose- Buy in from the Delivery team and Finance team on all commercials

6

Services Distinction

Sourcing

Niche Skills Hiring

Volume Hiring

Low Skill Hiring

Recruitment Software

Candidate Management

Temping

XecuteHRAccounts

Factor- Success

Factors- Failure

RPO 1

a a a X a a XEricss

on

-Cost Saving

- Sourcing Pipeline

RPO 2

a a X X X a XMotri

city

-Client Management

RPO 3

a X X a a a X

W-Serve

- Commercials

RPO 4

X a X a a a X

Ingersoll

Rand

RPO 5

a a X X X a aComv

iva

-Client Management- Lack of Solutioning

Recruitment Process ManagementRPO may have different models but would primarily have activities which are subsets of• Requisition Management

Candidate ManagementSourcing Management

Way Forward- - Define accountability in interdependent projects- Scoping to be inflated by 20% for costing and deployment purpose- Buy in from the Delivery team and Finance team on all commercials

7

Services Distinction

HRMS

RMS

Payroll

Onboarding

Exit

Performance Management

Xecute HR

Factors - Success

Factors - Failure

Model 1

a X X X X X SWH -Commercials

Model 2

X a X X X X

Model 3

X X a X X X Victorinox

Model 4

X X X a X X Ericsson - Performance- Cost Saving

XiTE Services

• The XiTE – related services come into NXHR only if it is a combination of services and portal usage

• The client may chose to take complete HRMS Suite or any one or more parts of the suite along with Services.

8

Contingency and Projects

Contingency Assignment

Niche Skills

Potential RPO

Other Services

Database Utilization

Xecute HR

Activities

Maturity Stage

a Emerson

-Client Management- Reviews- Constant follow ups

- RPO- Sole Vendor

a GE

a Victorinox

aProjects

Niche Skills Potential RPO

Database Utilization

a

a

a

Projects and Contingency Assignments will be classified as assignments which come to NXHR for a small period of time but have a potential of either converting in long term assignments or need accountability as a key service offering

9

NXHR Value Proposition

• Employer Branding• Deploying Technology to decrease

manual intervention in transactional activities ( example: E-Onboarding)

• Enhanced Process Management through the team deployed onsite– Complete accountability of the end

to end process management

• Process Benchmarking while creating the process to be followed by the delivery team

• Resource Optimization wrt the internal resources and the resources deployed by the outsourcing unit– Flexibility of removing and adding

resources basis the requirement

• Enhancing Candidate and Employee Experience through complete handholding

• Direct and Indirect Cost Reduction

• Enhanced reporting & easy compliance

•Cost Saving•Variablising Source Dependency•Scalability in terms of resources

Service Value Proposition

Ericsson Global India”Cost Saving of approximately 50% on SourcingSource Mix Consultants 25%

Xecute HR 30%Referrals 30%Campus 3%Direct 3%Internal 9%

Campus Recruitment and Shared Services moved from EIL to EGIL

11

• Employer Branding• Accelerated Power On-Boarding• Enhanced Employee Experience :

Satisfaction Parameters are as follows Elimination of Manual Processes Make the new hire paperwork

process completely paperless Minimization of duplication of effort

• Indirect Cost Saving-Employee functional from day 1 Improved Return on investment

• Enhanced reporting & easy compliance

• Better forecast of new hires• Easier management of volumes• E-File Creation cum Management:

Electronic storage of all employee personal & professional history details for future reference

Satisfied  Candidate  to  Engaged  Employee  a  Smooth Transition

• Seamlessly bridging the gap between candidate experience and the employee experience • Made to Order• Power of Analytics : Business Intelligence Tool Offering• Variablising Cost• Quick Start & Closure

Onboarding- Service Value Proposition

Cost Saving through the following medium•Reduction in Manpower Cost•Increase in New Employee productivity•Process Enhancement

Competition

12

13

Competitive Landscape

i-CMS Taleo Silk Road Technologies Emerald Software

1 Of the largest service provider in this space

Recognized leading tech firm by FORBES, Deloitte & Touche, Gartner

Client Sat 97 %

Dedicated support team

Training programs :support programs to maximize user adoption, proficiency

Leading on-demand talent management solutions

More than 5,000 organizations users

Talent management network of over 200 million candidates

Taleo runs on a world-class cloud infrastructure and offers 99.9% availability.

Is into end to end management of entire career cycle of your employees

Worldwide presence covering major European states , however selected Asian countries

Named a finalist in the Innovation in Customer Service category in the sixth annual Stevie Awards for Sales & Customer Service.

Into Business process automation

Serves only North American Human Resource Market

Partners with organizations that are -consulting/technology firm, business process automation /content and document management partner serving enterprise clients worldwide

14

Competitive LandscapeMa-Foi Ranstad Hire Pro People Strong Absolute HR

PAN India + Global presence since Ma Foi became a part of Ranstad since 2008

They have a range of staffing solutions including Exec Search specialization

Provides end to end Tech-Enabled Recruitment Services including Job Portal Management Services, Recruitment Branding Services, Sourcing Services, Assessment & Interviewing, Add Response & Career Interface Management

Technology based recruitment management solution

Unique risk-reward sharing models

Some of its Clients: BFSI- AVIVA, Kotak,

BSLI IT/ITES- Microsoft,

Philips, Male my Trip Telecom- NSN, Idea,

Tata Communications

Talent Supply Chain Management to Total Talent Acquisition Consulting

Direct competition in the space

Contingency search

Temp staffing Contract Staffing Resume Write

Services

Alleges Group Blue Square Career Cruise Kelly Services

More than 20 years of experience in primarily staffing and recruitment services

Specialized divisions and subsidiaries to service clients in US, Europe and India

2 decade old organization

Serves overseas clients

Utilizes Social Media as a search tool

Also provide a range of KPO services

Diversified services in the space of SCM, assessment center, BGV, Payroll, Shared Services

Service Delivery through technology platform for- Exit, Help Desk, On boarding,& RPM

Productivity tools available like Computer telephony integration, SMS gateway, Customizability

Presence of more than a decade in India specializing in Staffing Solutions , with edge in IT & Engineering Sector

Has a separate Consulting & Outsourcing Group called Kelly OCG which includes RPO, BPO, Career Transition & Executive Coaching & HR Consulting

15

Competitive Landscape

Features i-CMS Taleo Silk Road Emerald Software XecuteHR

Interactive Web Portal a a a X No

Status completion Bar a a a a No

On Boarding reports X a

Partially-Process

Completion

X

Database reports available, which include custom reports

Dashboards for Hiring Managers

X a X X No

Seamless Data Integration with existing software

X a a a

There is a possibility of data migration using flat file

E-Filing with Digital Signatures

X a a a No

Merger with ATS-Applicant Tracking System- Offer acceptance

X X X a No

Multi Lingual X X X aYes, uses standard web based option

Defined Task List X X a PartialNo, This could be implemented with ease.

16

Xecute HR- where we stand

Value Proposition Xecute HR

Reduce overall Service Delivery Cost a

Ability to quickly meet established service levels

a

In-depth knowledge of organization a

Overall experience in providing HRO services

a

Quality of existing/planned technology

a

Geographic coverage X

Manage ROI for the client a

Practice good governance throughout the outsourcing process

a

Hire Pro

Blue Star

MaFoi

People Strong

Absolute HR

Xecute HR

Long presence in the market

a a a a a X

Pan India and Global Presence

a a a a a X

Technology Support

X X X a X a

Varied Service Line

X X a X a a

17

Strategy

Selling Xecute HR Value PropositionUsage of technology Platform as Value Added ServicesBuild Capability within the NXHR team

Succession Planning

Process Documentation and Streamlining Plan to reach Six Sigma levels in 12 months (KAIZEN projects per quarter)Control Points- Process and Quality check points

Twin level – Client Management

18

Scalability Opportunity

One of the key reasons to outsource HR operations is to streamline processes and make them more transparent to employees. Technology is usually a key enabler in achieving this transparency. It also helps preserve the sanctity of information between employee and employer.

A Gartner Focus Report (Outsourcing: Time to Deliver Results) echoes that thought: "Only those companies ready to address the necessary transformation of their HR processes will find that outsourcing will bring access to world-class processes, competitive advantage, and increased shareholder value."

* Study by Tower Perrin HR Services

Reduce overall HR

service delivery

costs37%

Free time for strategic HR

23%

Improve service quality14%

Free HR time for better

technical solutions

7%

Standard-ize pro-cesses

7%

Improve HRIS/ self-

service4%

Others8%

Reasons to Outsource

Ability to quickly meet estab-lished service levels/expec-

tations

In-depth knowledge of organization

Quality of existing/planned technology

Other

0% 10% 20% 30% 40%

Expectation from the Outsourcing Partner

India market is not yet evolved in terms understanding the benefits of outsourcing however during the meeting and pitches it has come evident that the main reasons are the same .

19

Onboarding- How do we see the Landscape shifting

Y-O-Y improvement in revenue

10 20 30 40 50 60 70

Y-O-Y improvement in employee satisfaction

Performance Improvements in year 1

Form

al o

nboa

rdin

g pr

oces

s lin

kage

s w

ith

empl

oyee

& b

usin

ess

63%

63%

60%

* Aberdeen Group’s fact based research & market Intelligence Report

Onboarding today is the strategic vehicle for fast-tracking new talent into – and through – the organizational labyrinth to a progressed state of engagement and, as a result, productivity.

Efficient planning and execution of each stage of the onboarding process is essential to employee productivity. In other words, if you do it right, onboarding means that a new employee can hit the ground running and start out on a very positive note.

20

Opportunity

As per Aberdeen Group, 86 percent of organizations surveyed agreed that newly hired employees decide whether or not to stay with their employer within the first six months of their employment..

Data showed that companies that automate elements of their onboarding process are 59 percent more likely to achieve best-in-class status than companies that don't. Indirectly it drives a wealth of retention.

Process AutomationAutomated Onboarding System- Partially or fullyIntending to auto-mate

The study found that 68 percent of best-in-class organizations surveyed describe their onboarding systems as partially automated or fully automated.

Of the remaining 32 percent, more than half plan to adopt technological tools to automate their onboarding efforts over the coming years

* Aberdeen Group’s fact based research & market Intelligence Report

BEST IN CLASS ORGANIZATIONS ONLY

21

Onboarding- Why We stand out

Considering the market, INDIA is almost complete pen & paper onboarding; Where in XHR brings in efficiency by way of automation

XHR is not a Technology firm but a service firm which is backed by strong IT

Our ability to customize our solutions basis the : SKILL SCALE Introduction of range of services

Base Standard Premium

What would act as a differentiator is a host of additional features bases product range, which would include acclimatization tool, BGV services, induction plan and delivery

Pen & Paper Onboarding

Higher engagement & Better

Experience

Easier ‘Mass’

Management

Uniform On boarding

Experience-Consistency

Higher Productivity

Employee Experience

Individual Dependent-

Human Errors

Yet to initialize testTo be put to test

*

*

22

Strategy for mining the opportunity

SOFTWARE

CLIENT

POSITIONING

TRAINING

Position the Services and VAS and deliver Service Offering with complete Accountability :

Building a capable team of certified Professionals

Building a strong client base through channels such as website, references, internal BD support

Software up gradation: Constant addition of new functionalities integrated with Business Intelligence tool

-Focus on Go-To-Market Strategy-Bigger online presence- Exploiting web portals, creation of XHR case studies and making them available-Referrals could still be a major source-Cold calling, word of mouth

-Investment in Copyrighting/patenting our products-Creation in line with competition (with established players) while continuing to enhance learning-Creating multiple versions of products

-Education on the Concepts of Outsourcing-Process and systems-Systematic Time bound evaluation of process-Documentation of all expected levels of performance as well as non performance

While there many organizations, with similar business, XHR is to be projected as a service firm only. We need to project ourselves as an organization that is to be trusted by partners with Highest Data Confidentiality and Accountability

MARKETING Develop a Marketing Strategy -- Invest in the different forms of E- Marketing

SEM, Blogs, Forums, Tweets and Linkedin discussions

23

Lessons from 2010-2012

&

Way ahead

24

Financial Year 2010-2011 and 2011-2012

Key Observations• Margin in the financial year 2011-2012 is 10% YTD while the revenue is lower that

the year 2010-2011• The key is to keep the cost in control at all times

Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar YTD0

5000000

10000000

15000000

20000000

25000000

30000000

35000000

-15%

-10%

-5%

0%

5%

10%

15%

20%

25%

-4%-1%

22%

3%

-6%-8%

-10%

-5%

12% 11%7%

12%

3%

Revenue(2010-2011) Margin%

Se-ries1

02000000400000060000008000000

100000001200000014000000160000001800000020000000

-60%

-40%

-20%

0%

20%

40%

60%

21% 18%

33%

9%0%

12%19%

39% 35%

-32%

-52%

-1%

14%

Revenue(2011-2012) Margin%

2010-2011 2011-2012

Months Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar YTDRevenue(201

0-2011)2082095

2291116

3182077

3419302

3172753

3126893

2374768

2578611

2603940

2551569

2665704

2783819

32832647

Margin% -4% -1% 22% 3% -6% -8% -10% -5% 12% 11% 7% 12% 3%Revenue(201

1-2012)1848010

1643071

2035468

1451437

1296785

1393370

1442550

1978524

2027879

1027110

877576

1306468

18328248

Margin% 21% 18% 33% 9% 0% 12% 19% 39% 35% -32% -52% -1% 14%

25

Recruitment Process Management- Key Learnings

Continuous Data Publishing and review with the

Client helps

Refresher trainings for the delivery

team

Forecasting numbers and business

Delivery team to be backed by a

Strategy Team

Client Management to be a part of the Delivery Team’s

training Program

KAM to work closely with the Client on Recruitment Plans

and Strategy

Retention of talent Critical to Business

HRO Projects to be dealt with in a

Shared Services manner

Different Model for Projects dealing with

low volume and volatility

Scoping of the project to be done in a optimum manner

A part of the strategy for the year to

come

Started the practice for all business lines

Strategy for year 2012-

2013

Strategy for year 2012-

2013

Roles defined for

BD and Solutioning

26

Learning- Onboarding

Forecasting always help

knowing numbers

Manpower projections :No

hiring to be done unless the

costing is fact based.

For a project add-on, Sharing only

project methodology and

not complete framework as this

involves significant amount

of riskSolution orientation; Proactively

assessing pain areas

Strategy initiation and

implementation

As a part of capability

building, we need to create strong Project Back up

Putting pressure on

client to share projections at least a month

prior

Eg. Basis Bangalore

resources' exit plan, new Kolkata

resource and filing resource

were taken onboard

Client’s interest in XHR

acclimatization tool translated

into a new program

Too much dependency on

Project Lead- Better client management to address such key

issues

Having a vision in place in terms of

knowing how you wish to run

the project

Our orientation to be on building

solutions; example Ericsson E-Filing, opportunity lost

27

Focus for the Next YearFocus for 2012-13 Comment Closure date•Capture minimum 5 % of market in RPO Busniess Plan to be shared 19th Apr• Business Continuity –Succession Planning–Trend Analysis To be discussed & planned–Data Confidentiality• Copyrighting the knowledge created through different projects To be discussed & planned•Database Security To be discussed & planned•Access to Organizations –Performance, Key Challenges, Future Plans•Talent Management Plan to be shared 19th Apr–Retention of Key Talent–Identify key potential –People Engagement–Skilling Programs•Client Management 19th Apr–Two layered Management•Governance –Audit Program–Accountabity•Technology to Support the Processes Managed On going

•Robust process of Commercial Calculation and Sign Off- IR*

To be discussed & planned with Koustuv & Sunil Pathak

• Flow of Information and Project Planning

28

Focus for the Next YearSale

s Selling the Service to the client Scope the project for further work

Solu

tionin

g ScopingCommercialsStudy the As IS ProcessCreate the TO Be Process SLAs and Success Metrics

Deliv

ery

Te

amDelivery on set

SLAsContinuous Process ImprovementReportingRevenue Generation

29

Way Forward- Recruitments

Total Recruitment; 600000

XHR Business; 6000

XHR Pie- 1% of the total business opportu-nity

2011-2012 2012-2013

Total Recruitments in a year

XHR Share- 3%

XHR Pie- 3% of the total business opportunity

Revenue from Existing Business- Rs 1.55 CrEricsson- RPO and

Onboarding, IR, Contingency Revenue from Business in

Pipeline- Rs 1.47 CrEricsson (Kol)-RPO,

Onoarding- Aritel and IBM, ING Vysya RPO

2012-2013

BD Support needed in creating more clients in

Contingency Hiring and other divisions in NXHR

Total Re-cruitments

95%

XHR Share- 5%5%

XHR Pie- 5% of the total business opportunity

30

XecuteHR Solutions Private LimitedGurgaon : B – 64 & 65, Opp. Vipul Square, Sushant Lok Phase I, Gurgaon,

Haryana, INDIA ; +91 124 4266 6361 Kolkata :Apeejay House, 8th Floor, 15, Park Street, Kolkata, INDIA :+91

98310 46583 Website: www.xecuteHR.com ; Email Id: contact@xecuteHR.com

Click to edit Master title style

Annexure

32

Ericsson onboarding -Revenue & Margin

• YTD Margin: 38%• Observation : Higher Margins through controlling Operating Cost

Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar0

50000

100000

150000

200000

250000

300000

350000

400000

450000

500000

-80%

-60%

-40%

-20%

0%

20%

40%

60%

80%

Total Revenue Gross margin %

Month Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar

Total Revenue 1243809855

01559

701877

422007

901599

301622

802514

904428

051780

201554

801002

80Gross margin

% 58% 30% 68% 55% 53% 56% 35% 39% 65% -3% -18%-70%

33

Ericsson RPO – Revenue

• YTD Margin – 42%• Lowest Revenue registered in the month of August as the

recruitment numbers were reduced • Revenue per Employee- Rs 798,695 per annum

2011-2012Revenu

eMargin

Apr 1007050 48%May 1105631 52%Jun 976150 49%Jul 868000 37%

Aug 821650 33%Sep 806200 41%Oct 1007050 52%Nov 1408750 65%Dec 1130650 56%Jan 466300 -5%Feb 373600 -23%Mar 412000 -3%

Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar0

200000

400000

600000

800000

1000000

1200000

1400000

1600000

-30%

-20%

-10%

0%

10%

20%

30%

40%

50%

60%

70%

Revenue Margin

34

Ericsson – Key Learning

Data to published in a regular manner

Need to train the team and create back ups

Take complete ownership and ensure Solutioning at each stage of the project

Delivery team to be backed by a strong

Strategy Team

KAM to work closely with the Client on Recruitment

Plans and Strategy

Comviva- Revenue

35

• YTD Margin: 7%• Team absorbed by the client and project closed• Revenue per Employee- Rs 219,665 per annum

2011-2012

Revenue

Margin

Apr54438

0 28%

May33469

0 -18%

Jun45969

0 33%

Jul22984

5 -42%

Aug10484

5

-142%

Sep 83876100%

Apr May Jun Jul Aug Sep0

100000

200000

300000

400000

500000

600000

-200%

-150%

-100%

-50%

0%

50%

100%

150%

Revenue Margin

36

Comviva- Key Learning

Delivery Team to be trained on Client

management aspects too

KAM to be in a Solutioning mode

Strong Sourcing arm needed for the RPO to be

successful

Delivery team to be backed by a strong

Strategy Team

37

wServe – Revenue and Learning

2011-2012

Revenue Margin

Jan 16500 13%Feb 54500 87%Mar 26500 74%Apr 27300 100%

Low scale and low skill recruitment projects to be taken in a different model

• YTD Margin: • Project closed as the client requirement changed• Revenue per Employee- Rs 27300 per annum

Jan Feb Mar Apr0

10000

20000

30000

40000

50000

60000

0%

20%

40%

60%

80%

100%

120%

38

Tamana – Revenue and Learning

2011-2012

Revenue

Margin

Apr  May

Jun 40000 -11%

Jul 62000 23%

Aug 66000 41%

Sep 54000 27%

Oct 64000 39%

Nov 66000 54%

Dec 78000 61%

• YTD Margin: 37%• Project closed as the client’s requirements changed• Revenue per Employee- Rs.273636 per annum

Apr

Jun

Aug

OctDec

0100002000030000400005000060000700008000090000

-0.2-0.100.10.20.30.40.50.60.7

Revenue

Scoping of the project to be done in a optimum

manner

Project Based Hiring could be given a different

commercial

39

Ingersoll Rand - Revenue

• YTD Margin: 52%• Lowest Revenue registered in the month of October- setting up

phase, no candidates joined hence no variable• Revenue per Employee- Rs. pa

2011-2012 Revenue MarginApr    May    Jun    Jul    

Aug    Sep 140500 48%Oct 134220 26%Nov 172000 46%Dec 273340 63%Jan 317790 55%Feb 283496 50%Mar 429688 58%

Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar0

50000

100000

150000

200000

250000

300000

350000

400000

450000

500000

0%

10%

20%

30%

40%

50%

60%

70%

Revenue Margin

40

Motricity and Max New York Life

2011-2012

Motricity MNYLIRevenue

Margin

Revenue

Margin

Apr     27300 -688%

May        

Jun27500

0 60%    

Jul        

Aug        

Sep 73864 100%    

Oct        

Nov        

Dec        

Scoping of the project to be done in a optimum

manner

Projects dealing with volume and volatility to be dealt in a different model

MNYLI –KAM – not trained on the practice

41

Competition –On Boarding

42

i- CMS

CREDITS 1 Of the largest

service provider in this space

Recognized leading tech firm by FORBES, Deloitte & Touche, Gartner

Client Sat 97 % Dedicated support

team Training

programs :support programs to maximize user adoption, proficiency

Demo Weblink: http://www.icims.com/demo/Onboarding_Video.asp

Advantages Engagement- Similar to XHR

INTERACTIVE VIDEOS

DIRECTOR ADDRESS

ALL INFO PRE_POPULATED

% COMPLETION

43

Demo Weblink: http://www.taleo.com/solutions/taleo-enterprise on-boarding

Advantages Dynamic Branding capability Signing up for new hire training Covers all aspects: Engagement, iForms &

Reporting. All notifications sent on multiple devices

FEATURES Customer New

Hire Portal Recruiter/Hiring

Manager Dashboards

Seamless Integration

Electronic Forms Correspondence

Library e-Signatures On-Boarding

Reporting

Taleo On-boarding Services

44

Silk RoadFEATURES Get quick results on your

queries Eliminate miss match

errors Reduce unauthorized

employment without ever leaving the

training events are used for traditional classroom-based training activities rather than eLearning, although virtual classroom (synchronous) training activities can also be scheduled (enabling truly Blended Learning solutions

Red Carpet online demo http://pages.silkroad.com/RC-AutoDemo-Access-Granted.html

MORE LIKE MINI WEBSITE

TASK LIST DEFINED

INFORMATON DELIVERY & LIFE EVENTS

MANAGE CONTACTS

45

Multi-Lingual Customization in less

than week’s time Integration with HRMS Offer letter Acceptance

embedded ATS integrated Visual cue provision on

form completion

Emerald Software Group Demo Weblink:

http://www.emeraldsoftwaregroup.com/Onboarding

SIMILAR LOG IN PAGE

LANGUAGE OPTION

OFFER LETTER VIEW AND ACCEPTANCE OPTION AVAILABLE

ATS INTEGRATED